IAPI AdFx Awards 2012

Linking a great strategic idea and an impactful creative execution

The Institute of Advertising Practitioners in Ireland (IAPI) AdFx Awards honour the most effective advertising campaigns. They are based on proven impact on behavioural attitude and promote the role of advertising as an effective and efficient used in the marketing process.

This campaign, for the ISPCC, a children's charity in the Irish Republic, was based on a powerful insight: every child has a right to a childhood, and children need to be protected to ensure that they have one. View Summary

This campaign, for the ISPCC, a children's charity in the Irish Republic, was based on a powerful insight: every child has a right to a childhood, and children need to be protected to ensure that they have one. This "right to childhood" was promoted via selling blue shield pins (with the shield denoting protection), with this activity promoted via a "children's rights manifesto", backed by TV, radio and press ads. Promotion was structured around child-friendly holidays such as Hallowe'en and Christmas. The campaign's TV ad achieved almost 700,000 YouTube views and volunteer numbers rose by 25%. Post-campaign, the ISPCC achieved a 6% increase in donations - a marked contrast to rivals in a declining market.

Cadbury Dairy Milk (CDM), the chocolate brand, was losing share in the Irish Republic to a fast-growing competitor, with research showing it was lagging in taste and texture scores, despite still resonating emotionally with consumers. View Summary

Cadbury Dairy Milk (CDM), the chocolate brand, was losing share in the Irish Republic to a fast-growing competitor, with research showing it was lagging in taste and texture scores, despite still resonating emotionally with consumers. The resulting campaign sought to alter taste perceptions by shifting attention to areas where Cadbury led - quality of ingredients and "chocolaty" taste - with creative that dramatised the joy of eating CDM. A three-stage emotional campaign set out to establish CDM as the owner of the best taste, tempt people to indulge and multiply the message. TV led the activity, with other channels such as sampling, social media and in-store in support. Following the campaign, research showed positive taste perceptions had increased 11%. In addition, CDM increased its market share by one percentage point and grew its value sales by 23%.

3

SuperValu: From last resort to first port of call: Say 'Hello' to the new SuperValu Range

SuperValu, a supermarket chain in the Irish Republic, wanted to change negative perceptions of its extensive own-brand range, elevating its offering from a compromise purchase to a driver of store visits and sales growth. View Summary

SuperValu, a supermarket chain in the Irish Republic, wanted to change negative perceptions of its extensive own-brand range, elevating its offering from a compromise purchase to a driver of store visits and sales growth. It began by taste- and quality-testing its own-label range of 1500 products against branded alternatives, reformulating where necessary, and introducing new packaging design. Avoiding any mention of "own brand" and its negative connotations, the campaign focused on "The new SuperValu Range" with the message, "As good as, or better, than leading brands for around 1/3 less". Launch activity included a TV ad showing the overnight conversion of a store carrying the new range that was wrapped externally in a banner declaring: "Say hello to the new SuperValu range". Large-format outdoor, press, online and social media were also employed. Key customer perception scores moved significantly and year-on-year own-brand sales increased 13%.

McDonald's, the fast-food restaurant chain, launched its breakfast and coffee range in the Irish Republic with this campaign. View Summary

McDonald's, the fast-food restaurant chain, launched its breakfast and coffee range in the Irish Republic with this campaign. Prior to the activity, McDonald's was not thought of as a breakfast option by most Irish people, which meant that building credibility was a key campaign aim. The creative used coffee as a "strategic hook", promoting McDonald's coffee as both great-tasting and low-priced. For the first year, the campaign employed radio and digital ads, with TV, press and outdoor introduced a year later. Over the two-year period, breakfast and coffee sales grew 28.9% (against a target of 25%).

5

Bord Gáis: At the touch of a finger

Includes video content

Recommended by Warc editors

Trends

Best Practice

Institute of Advertising Practitioners in Ireland, Silver, Best New Learning, AdFx Awards, 2012

Bord Gáis Energy, a utilities firm in the Irish Republic, used mobile marketing for this campaign, which was based on the insight that consumers were irritated by estimated energy bills. View Summary

Bord Gáis Energy, a utilities firm in the Irish Republic, used mobile marketing for this campaign, which was based on the insight that consumers were irritated by estimated energy bills. The company launched a new iPhone app that would allow customers to update their meter readings at their convenience. The campaign idea was about "Getting in touch" - inspired by both the touch screen technology afforded by the iPhone and the human truth that people simply want to keep in touch - with creative executions featuring a fingerprint into which the Bord Gáis Energy logo was incorporated. Media included an interactive shopfront on a Dublin street, in-app ads, digital, press and outdoor. By year end, the app had been downloaded almost 20,000 times, reaching around two-thirds of the target market.

McDonald's, the fast-food restaurant chain, wanted to drive growth and increase its market share in the Irish Republic despite the financial crash of 2010 that saw a sharp decline in consumer spending and increasingly aggressive price-cutting in the restaurant sector. View Summary

McDonald's, the fast-food restaurant chain, wanted to drive growth and increase its market share in the Irish Republic despite the financial crash of 2010 that saw a sharp decline in consumer spending and increasingly aggressive price-cutting in the restaurant sector. It used a new product launch of its Wraps as the focal point of communications, addressing key themes of freshness and quality, and positioning the product as an affordable lunchtime treat. The campaign used TV, print, radio, outdoor and digital to drive awareness and purchase intent, with programming centred on mid-morning to lunchtime. Advertising also highlighted the product's portability, with the slogan "It's new but you'll easily pick it up." The campaign drove market share growth of 24% and Wraps became a permanent part of the McDonald's menu.

This case describes a campaign for the National Lottery in the Irish Republic to reverse declining sales of scratch cards. View Summary

This case describes a campaign for the National Lottery in the Irish Republic to reverse declining sales of scratch cards. Communications faced a two-fold challenge: a recession-struck consumer demanding more for less and regulations that prevented incentivising more regular purchasing (e.g. BOGOFs). The resulting campaign focused on the scratch card category as a whole (not specific cards or games, as in the past) to tempt back lapsed purchasers to its impulsive, compelling proposition. "Surprise Yourself with a Scratch Card" launched with TV, outdoor, digital and in-store ( with all retail activity exclusively directed to scratch cards during the launch months). The campaign reversed a two-year sales decline for scratch cards, growing the category by 3.3% in 2011 (during which time overall National Lottery sales declined 1.4%).

8

HSE QUIT

Includes video content

Recommended by Warc editors

Trends

Best Practice

Institute of Advertising Practitioners in Ireland, Gold, Best Use of Research, AdFx Awards, 2012

This case describes a campaign in the Irish Republic that took a fresh approach on a reduced budget to persuade at least 10% more smokers year-on-year to quit their habit. View Summary

This case describes a campaign in the Irish Republic that took a fresh approach on a reduced budget to persuade at least 10% more smokers year-on-year to quit their habit. Communications targeted hardened smokers - those who had no foreseeable intention of stopping - with a message that resonated strongly in focus-group research: "1 in 2 smokers will die from a tobacco related disease". This was followed by the question: "Can you live with that?" Rather than demonising smokers, the campaign included them: smokers and ex-smokers were invited to participate on an online platform that contextualised the quitting issue against the emotional backdrop of human relationships. Content was fed into TV and outdoor, supported by search and Facebook activity, driving people to the campaign site, Quit.ie. In the first two weeks of the campaign, sign ups to Quit Plans were up 500% versus the same period the previous year. Other metrics and KPIs similarly increased. Taking into account longer-term savings in health costs, the campaign claims a potential ROI of nearly 40:1, an 83% improvement on the year before.

With this campaign, Bank of Ireland aimed to attract new savings customers against a backdrop of deep economic trouble for the Irish Republic, with the EU and the nation's government having agreed a bailout deal. View Summary

With this campaign, Bank of Ireland aimed to attract new savings customers against a backdrop of deep economic trouble for the Irish Republic, with the EU and the nation's government having agreed a bailout deal. One of the requirements of this deal was for the nation's banks to achieve a certain loan-to-deposit ratio - hence the need for new savers. But, due to the economic troubles, banks faced massive negative consumer sentiment. So the Bank of Ireland launched a new "double your interest" account, in which the AER was doubled after the first year. To promote the account, the Bank introduced new product icons - a pair of squirrels - who featured in TV, radio, press and digital display ads. Post-campaign, 17,683 accounts were opened (versus a target of 10,000).

10

Barnardos: Making it count: How advertising for Barnardos contributed to changing the futures of children in Ireland

Children's charity Barnardos faced an increased demand for its services in the Irish Republic due to the economic crash in 2010. View Summary

Children's charity Barnardos faced an increased demand for its services in the Irish Republic due to the economic crash in 2010. In order to rapidly increase its revenue streams it sought to attract more cash donations and recruit more regular donors from a target audience of middle-to-upper class women aged 35 and older. It also wanted to build awareness of the brand and increase child advocacy. The campaign focused on how small changes caused by Barnardos can make a big difference in the life of a child, and used long-form TV spots to build emotional engagement with the target group. Cash donations increased 50% above the target, and there was a 125% increase in Direct Debit donors. Advocacy and awareness also increased.

New car sales in the Irish Republic fell 64.5% in 2009, and while automaker ŠKODA had received a temporary boost from the government's scrappage scheme the following year, it needed to position the brand to achieve the longer-term objective of an 8% market share by 2014. View Summary

New car sales in the Irish Republic fell 64.5% in 2009, and while automaker ŠKODA had received a temporary boost from the government's scrappage scheme the following year, it needed to position the brand to achieve the longer-term objective of an 8% market share by 2014. Using the tagline "ŠKODA - Simply Clever" across all communications, it focused on spreading sales across the range, improving the brand's reputation as an innovator, positioning the brand as the car of the people and bringing the advantages of the aftersales service to life. The company adapted international TV executions for the Irish market and reacted quickly to media opportunities that presented themselves (such as the glowing recommendation of the Yeti model by the Top Gear TV programme). It also looked for media innovation, creating a new media space on the baggage carousels in Dublin Airport to support a 'big boot' message for the Superb model. As a result, market share rose to 6.3% and aftersales revenues were up 17%.

Although Heineken held the largest share of the Irish Republic's lager market, it was in a declining category and the brand faced challenges due to increased competition and a severe economic recession. View Summary

Although Heineken held the largest share of the Irish Republic's lager market, it was in a declining category and the brand faced challenges due to increased competition and a severe economic recession. In order to maintain its share, it aimed to expand the brand's appeal beyond its core loyal 24 to 34-year-old audience and engage 18 to 24-year-old men. A humorous, multi-channel campaign based on "beer truisms" was deployed across TV, cinema, print, outdoor, online and social media. As a result, Heineken enjoyed above-category growth, converted occasional drinkers into loyalists, increased loyalty among the target audience, boosted its equity and was able to maintain its premium pricing.

At a time when trust in financial services in the Irish Republic was at an all-time low, insurance company Irish Life sought to establish itself as the preferred brand for life cover and family protection. View Summary

At a time when trust in financial services in the Irish Republic was at an all-time low, insurance company Irish Life sought to establish itself as the preferred brand for life cover and family protection. It approached a sensitive issue by positioning death as something that didn't mean the end for the family, its future hopes and ambitions. A campaign was designed around a son telling how his father had protected him while growing up and continued to so do so after his death by providing for his financial needs through life cover. TV, press, radio, PR, DM, online display advertising, e-marketing and a consumer guide to protection were utilised in the "Dad's Voice" campaign which ran in two phases. The first created awareness of the need for life protection cover and the second addressed perceived affordability issues. The campaign maintained and consolidated Irish Life's leading position in the market and drove a 20% increase in the number of people starting a protection plan.

Fáilte Ireland, the Republic of Ireland's National Tourism Development authority, sought to increase domestic tourism with a campaign that targeted families, couples and groups of friends. View Summary

Fáilte Ireland, the Republic of Ireland's National Tourism Development authority, sought to increase domestic tourism with a campaign that targeted families, couples and groups of friends. Communications were based on the theme "The Fun Starts Here" and aimed to build excitement about domestic holidays, convey a value for money message and simplify engagement across its owned media site, discoverireland.ie. As a result of the campaign, domestic tourism registered a 26% increase in numbers. It also gained share versus foreign travel, hotel bed sales increased by 5%, awareness reached 89% and social media engagement grew across multiple platforms. The campaign also boosted revenue 22% above target, despite the economic recession.

Denny, a grocery brand in the Irish Republic owned by Kerry Foods, was faced with falling sales in the sliced meats market as Irish consumers turned to cheaper alternatives. View Summary

Denny, a grocery brand in the Irish Republic owned by Kerry Foods, was faced with falling sales in the sliced meats market as Irish consumers turned to cheaper alternatives. Needing to differentiate itself to justify a premium price, it focused on its hero product, Denny Deli Style Ham, emphasising it was the only ham on offer made using 100% natural ingredients. A campaign on TV, radio and outdoor challenged consumer perceptions that all hams were the same and invited them, using a magnifying glass image, to "take a closer look" at Denny. As a result, falling sales were turned around and the brand also gained new category consumers.

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